Feedback and Fairness: The Relationship Between Negative Performance Feedback and Organizational Justice

Abstract

This study examined the relationships between the four dimensions of negative feedback (clarity, constructiveness, cognizance, and consistency) and perceptions of organizational justice. In doing so, a measure to assess negative feedback dimensions was developed and examined for reliability and construct validity. Results indicated that the negative feedback dimensions scale was reliable and valid. The dimensions of consistency and constructiveness predicted all three justice types; cognizance predicted distributive and procedural justice; and clarity predicted distributive justice. Consistency was the strongest predictor of distributive and procedural justice and constructiveness was the strongest predictor of interactional justice.

Keywords:

• Fairness
• Feedback
• Organizational Justice
• Performance Appraisal

Notes

Note. All correlations are statistically significant at p < .001.

Note. Respondent Gives Feedback was coded 1 = no, 2 = yes; R ² refers to the variance accounted for by the model when all predictor variables are included. β indicates the beta weight when all predictor variables are included in the model.

∗p < .05. df = 5, 245.

Additional information

Notes on contributors

Rebecca M. Chory

Rebecca M. Chory (Ph.D., Michigan State University) is an Associate Professor of Communication Studies at West Virginia University.

Catherine Y. Kingsley Westerman

Catherine Y. Kingsley Westerman (Ph.D., Michigan State University) conducts research in organizational communication and health and safety behaviors.